CORPORATE
PLAN
2016-2020
This document is available in other formats on request
2
Contents
Introduction ................................................................................ 3
Eastbourne Borough Council Priority Themes and Aims for 2020 ........ 4
2010-2015 Corporate Plan Headline Achievements........................... 5
The Wider Economic Context ......................................................... 6
Equality in Eastbourne .................................................................. 7
About Eastbourne ........................................................................ 8
Our environment ......................................................................... 8
Our community ........................................................................... 9
Devolved budgets ...................................................................... 11
Our economy ............................................................................ 12
Our performance ....................................................................... 14
Consultation .............................................................................. 14
Priority Theme 1 – Prosperous Economy ....................................... 17
Tourism and information about Eastbourne’s economy ................... 18
Housing and Economic Development Partnership (HEDP) ................ 21
Driving Devonshire Forward (DDF) ............................................... 22
Prosperous Economy: Corporate Actions ....................................... 23
Priority Theme 2 – Quality Environment........................................ 25
Quality Environment: Corporate Actions ....................................... 28
Dementia Friendly ...................................................................... 33
Thriving Communities: Corporate Actions ..................................... 34
Priority Theme 4 – Sustainable Performance ................................. 36
Joint Transformation Programme ................................................. 38
Monitoring and Management ....................................................... 40
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2
Introduction
The past 5 years have seen great change in Eastbourne and at the Council. Despite
challenging economic pressures, we have managed to revolutionise the way the Council
is structured to deliver greater efficiencies and a more customer-focused delivery of our
services. We continue to put value for money and the needs of our residents at the heart
of all we do whilst supporting the town and its businesses to thrive. Evidence of this is
clearly visible now with Pacific House at the Sovereign Harbour Innovation Park and the
works going on with the Arndale Centre and Terminus Road. Over the next few years, we
will see further development in these areas as we and our partners invest in the future
success of our town.
Based on what you have told us, this Corporate Plan states the key projects and targets
that will enable us to successfully deliver our longer term priorities for our residents and
realise the potential of Eastbourne as the ideal place to live, work and visit. The four
priorities of Sustainable Performance, Prosperous Economy, Quality Environment and
Thriving Communities continue to demonstrate our commitment to creating a vibrant and
successful town that is supported by a strong and efficient Council.
However, we realise that we cannot do this alone and as you will see, many
of our goals can only be achieved through strong partnership working with
other authorities, organisations and the residents. Together, we can realise
Eastbourne’s true potential.
Councillor David Tutt, Leader of the Council
Eastbourne is a Council that has seen significant change and improvement over the past
years and is now leading the way in its approach to flexible working, customer-focused
services and delivering through partnerships.
We have listened to local residents, businesses and stakeholders to find out what is
important to you and how we as an authority can play our part in delivering those
priorities. The Corporate Plan brings together what you’ve told us and what you want
Eastbourne to be like. It identifies the important changes we need to make by 2020 and
how we can work together with partners to make a real difference for residents,
businesses and visitors to Eastbourne.
Eastbourne Borough Council is committed to its continuing improvement
journey and helping develop the town into a thriving destination and a
great place to live and work.
Robert Cottrill, Chief Executive
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Eastbourne Borough Council Priority Themes and Aims for 2020
Prosperous Economy





A great destination for tourism, arts, heritage and culture
Supporting employment and skills
Providing opportunities for businesses to grow and invest
Investing in housing and economic development
Supporting investment in infrastructure
Quality Environment





A clean and attractive town
Less waste and a low carbon town
A range of transport opportunities
High quality built environment
Excellent parks and open spaces
Thriving Communities


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

Keeping crime and anti-social behaviour levels low
Meeting housing needs
Improved health and wellbeing
Resilient and engaged communities
Putting the customer first
Sustainable Performance





Making the best of our assets
Managing people and performance
Delivering in partnership
Making the best use of technology
Delivering a balanced budget
Our 2026 Partnership vision for Eastbourne
By 2026 Eastbourne will be a premier seaside destination within an enhanced green setting.
To meet everyone’s needs Eastbourne will be a safe, thriving, healthy and vibrant community
with excellent housing, education and employment choices, actively responding to the effects
of climate change
Sustainable Community Strategy
Eastbourne Priority Themes
•
•
•
•
•
•
•
•
•
Principles
Regeneration and Economy
Housing
Culture and Sport
Environment
Community Safety
Communities Working Together
Health and Social Care
Learning and Skills
Children, Young People and Families
We commit to:
Valuing all people
Being sustainable
Being efficient
Eastbourne Borough Council is committed to delivering the priorities of the East Sussex Integrated
Sustainable Community Strategy. For minutes of meetings and more details visit www.essp.org.uk
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2010-2015 Corporate Plan Headline Achievements
Prosperous Economy
 Town Centre Local Plan adopted
 Sovereign Harbour Innovation Park
 Arndale Centre and Terminus Road Improvements
started
 Consistently strong Town Centre retail void rate
 Driving Devonshire Forward project
 Strong events provision including the 20th
anniversary Airbourne, International Tennis
tournaments, Olympic torch route and cycling
Tour of Britain stage hosting
 Over 50 properties improved in “secondary
shopping areas”
Quality Environment
 Solarbourne – Panels on over 280 buildings
 Joint Waste Contract
 Around 200 “Grot Spots” and difficult properties
tackled since 2010
 Green Flag awards for Hampden Park and Princes
Park
 20 QE2 protected fields protected in perpetuity
 Over 1,000 new allotment plots created
 Adoption of borough-wide cycling strategy and
completion of new cycle routes
 Council’s carbon footprint reduced by 27% since
2010
Thriving Communities
 Devonshire Park redevelopment planned
 Neighbourhood First team established
 Youth Strategy delivered with YMCA
 Benefits processing times down from 20.3 days
(2008/9) to 9.9 days (Q3 2015/16)
 Tennis development plan
 Introduction of new Sports Festival
 Overall reductions in crime
 First programme of Council House building for 20
years
 Local Authority mortgage assistance scheme
 Homeless in temporary accommodation reduced
Sustainable Performance
 Agile working
 Future Model
 Customer First
 Improved financial process and management
 Revised service planning and corporate
performance management processes
 GoSE peer Review, iESE “Council of the Year”,
LGA Peer Challenge, Local Government
Transformation Award and UK IT Industry Awards
runner up
 Adopted Corporate Landlord Model for asset
management
For more details visit www.eastbourne.gov.uk/performance
5
The Wider Economic Context
This Plan has been prepared during a continuing period of significant economic uncertainty. The economic downturn
over the last few years is affecting Councils across the country. We are already seeing a continued and increasing
demand for some services. The Government has indicated that it will withdraw Revenue Support Grant altogether by
2019. There are also material challenges which will affect the Housing Revenue Account and services to tenants via
the Housing and Planning legislation due to be enacted in 2016.
The medium term financial strategy to 2020 will be refreshed and updated in July 2016 to reflect the projected
reduction in resources as set out in the Autumn Statement in December 2015 and confirmed in the settlement in
January 2016. The budget, capital programme and corporate plan will be monitored on a quarterly basis and will be
reviewed formally on an annual basis.
While this document focuses on the things we want to change during the period 2016-20, it also identifies many of the
services we already provide to assist the residents, visitors and business community of Eastbourne. This is important,
as we need to have an appropriate balance between our ambitions for change, the resources available to deliver them
and our desire to continue to provide good day to day services at an affordable cost.
Affordability and value for money are therefore principal considerations and we must ensure that we can balance short
and long-term pressures and ambitions. Delivering efficiency savings, generating income, and managing our use of
capital and reserves - remain paramount.
Strong service and financial planning will allow us to identify the compromises that are required. While we will
continue to ensure the delivery of statutory services along with a range of discretionary services, the method of
delivery may change. Some services may expand or contract in response to either the financial environment or the
expectations of our residents and visitors. In doing this, we will seek to maximise the use of available
funds, such as grants and new income streams, to deliver specific projects or initiatives. Our strategic
partnership with Lewes District Council will see service delivery brought together over the life of this
plan and aid with efficiency effectiveness and resilience.
Councillor Gill Mattock
Council Spokesperson for Finance
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97% of residents
say that
“improved job
and career
opportunities
generally” should
be a priority over
the next 5 years.
Residents
Survey 2015
Equality in Eastbourne
When people, whether they are our citizens or our employees, feel included
and listened to they are more inclined to participate and work with others in
solving problems and achieve a sense of belonging and identity. This is why
equality and fairness lies at the heart of everything we do.
We know that by providing equality of opportunity in our service provision and
our work in fostering good relations between people who share different
backgrounds, will help us to build an inclusive community for Eastbourne. Over
the past few years we have taken the time to build strong relationships with a
number of our diverse communities, communities who previously felt that they
did not have a voice, or were not confident that their voice would be listened
to. These relationships have resulted in meaningful conversations, helping us
to change the way we deliver our services and prioritise our actions. We are
committed to these relationships and to expanding our work in this area,
creating new opportunities for involvement and establishing effective dialogues
within neighbourhoods.
We welcome the Equality Act and the opportunities it creates for people who experience disadvantage. We know that
Eastbourne has pockets of deprivation that create inequalities for some people and we know that as a Council we
cannot address these issues in isolation. We need to continue our work with our communities, our partners and with
voluntary organisations to create opportunities for all our residents to fully participate in community life, improve their
life chances and reach their full potential.
Our citizens and our employees are important to us and it is only through our continued commitment to equality and
fairness, to listening and to fostering good relations that we will achieve our ambitions.
79% of residents
agree that their
local area is a
place where
people from
different
backgrounds get
on well together.
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Residents
Survey 2015
83% of residents
are satisfied with
Eastbourne’s
Parks and Open
Spaces. An
increase from
79% in 2008.
About Eastbourne
Our environment
Eastbourne is a large town in East Sussex and is a gateway to the eastern end of the South Downs National Park, with
approximately 7km (over 4 miles) of outstanding coastline. For an urban borough it has significant natural
environment, a high proportion of which is downland. This natural environment with its panoramic views, areas of
outstanding natural beauty and sites of special scientific interest, has 485 hectares (1,200 acres) of open access land
and is highly valued by our residents and visitors. Eastbourne is primarily a seaside resort with natural shelter
provided by Beachy Head.
Within its built environment, Eastbourne has a wide range of parks and gardens and
significant areas of historic interest, including 250 listed buildings and almost 10 per
cent of the built up area protected with Conservation Area status. Eastbourne also
has a range of sport and leisure facilities including: an international, high quality
tennis centre developed in partnership with the Lawn Tennis Association; a number
of community and borough sporting facilities; theatres; a modern art gallery; and a
number of smaller venues act as centres of local memory and heritage. It has an
outstanding seafront destination offering miles of unspoilt coast, with a preserved
Victorian promenade, extending to a modern, high quality marina and berthing
facility at Sovereign Harbour. The borough has a diverse range of restaurants, retail
and hospitality accommodation adding to the visitor and community offer.
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Residents
Survey 2015
1
Our community
Eastbourne has an estimated population of 101,547. Historically, it has attracted older people to come and live in the
town. Compared to the county, region and nation as a whole, Eastbourne has a higher percentage of the population of
pensionable age, 22.7 per cent aged over 65 years old against a national average of 16.4 per cent. However, this is
changing and although Eastbourne still provides an attractive location for retirement, the town has also experienced
considerable housing and economic development that has attracted a younger age group, leading to an increasingly
more balanced community. We now have 34.2 per cent of our population below the age of 30.
Eastbourne has a high proportion of people with a long-term health problem or disability at 21 per cent (8.5 per cent
are between the ages of 16 and 64 years). The national average is 17.9 per cent.
Eastbourne has a 94.1 per cent white population (Census 2011);
Black, Asian and minority ethnic communities (BAME) make up
5.9 per cent of our population.
Migration in 2014 has seen 899 adult overseas nationals
registered for national insurance numbers in Eastbourne including
776 from the European Union.
1
Unless stated otherwise data is taken from East Sussex in Figures
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84% of residents
felt satisfied with
their local area
as a place to
live.
Residents
Survey 2015
We work with a range of community organisations to support development and new projects designed to improve
services for local residents. This covers support for local community centres, funding through Community Grants and
Rent Support Grant and general advice.
It also includes work through different partnerships such as the Community Safety Partnership, the Healthy
Eastbourne Campaign, the Children’s Services Planning Group and the Eastbourne Youth Partnership, and specific
communities of interest groups such as the Disability Involvement Group, Faiths Forum, Seniors’ Forum, BourneOut
Group representing the LGBT community and Eastbourne Cultural Involvement Group.
We are also developing, coordinating and supporting Neighbourhood Management projects in several areas of the
town in partnership with voluntary and community groups, social landlords, the Police and various other agencies.
There are Neighbourhood Management projects now operating in Kingsmere, the Town Centre, Willingdon Trees,
Shinewater & North Langney and Old Town. These projects link agencies with local communities to address their
concerns and priorities and cover a range of issues such as community safety and environmental issues, youth
activities, health improvement, learning and employment depending on the needs of each area. We are also working
closely with Local Trust and other partners in Devonshire West to encourage residents and other stakeholders to get
involved in the £1 million Big Local programme there.
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31% of residents
said they would
like to be more
involved in
decisions that
affect their local
area with a
further 60%
saying it
“depends on the
issue”.
Residents
Survey 2015
Devolved budgets
We run a scheme for councillors and their communities where each of our nine council wards has been given
£10,000 per year to spend on quick fix, one-off works or initiatives to improve the lives of residents. You can
make a suggestion on how this money should be spent in your ward by contacting your local councillor.
In 2015/16 nearly 70 projects were supported through the devolved budget scheme including:
Devonshire
Hampden
Park
Langney
Meads
Old Town
Ratton
St
Anthonys
Sovereign
Upperton
Bourne School play equipment - Campaign to increase Terminus Road footfall - Diwali event - Friends
of Seaside Recreation Ground - Mural at Hippodrome Theatre – ROC - Run Wednesday - Seedy Sunday
- Tables for Leaf Hall - Trees in Pevensey Road, Wellesley Road, Cavendish Place, Cavendish Avenue
and Seaside Rec
Academy Gardening Club – Hampden Park in Bloom – Willingdon Trees Funday – Green Flag flagpole –
Messy Play equipment at Willingdon Trees Community Centre – Parkland School garden – Boat for
WRAS – Multi Use Games Area at Lindfield School – Security fencing at Hampden Park Bowls Club – St
Mary’s Church flooring – St Peters Church lighting
Hazel Court sensory room – Lawnmower for Shinewater Playing Field – Sevenoaks Road traffic calming
– Shinewater Fun Day
Beachy Head Countryside Centre – Bench repairs and maintenance – Helen gardens planting – Heritage
Centre projector – Meads Community Association banner, laptop and software - Meads Magic – Trees in
South Cliff Avenue
Community Wise refurbishment – Duke of Edinburgh Awards – Improvements to Green Street Triangle
– Trees in Milton Road, Upland Road and within the ward
Bulb planting in Willingdon area – JPK – Hazel Court sensory room – Ratton School defibrillator – ROC –
Willingdon Road stream – Trees in Wrestwood Avenue, Willingdon Road and within the ward
Friends of Seaside Recreation Ground – Noticeboards and environmental improvements to Seaside
Recreation Ground
Christmas lights in Kingsmere – Kings Park Community Centre flooring – Memory Lane – Replacement
Ledon Springer in Gardner Close play area
Boarding shops in Willingdon Road – Community Wise – Duke of Edinburgh Awards – Easter Egg Hunt –
Hartfield Square – Manor Garden bins and planting – St Michael and All Angels path
11
Retail
Eastbourne’s
town centre
retail void rate
(the percentage
of shops that are
empty) remains
consistently
below the
national average
at 8.5%
compared to
9.8%.
Over £420,000
has been spent
on Devolved
Ward Budget
schemes
between 2010
and 2015 as a
result of projects
suggested by
Eastbourne
residents.
Our economy
It’s an exciting time to live and work in Eastbourne. The ambitious regeneration and investment plans over
the next five years will transform the town into a business destination ideally suited for the 21st century,
creating local economic impacts for future generations.
Developments and Investments
 The development of Sovereign Harbour Innovation Park is a long term Council corporate priority. The
Innovation Park is designed to provide companies with high quality offices to enable them to expand
and generate jobs, providing an economic boost to the area. Pacific House, the first office centre on
the Innovation Park, completed in 2015.
 Planning was approved for a £85 million plan to extend the Arndale Centre. The phased development
should be completed by the end of 2018 along with public realm improvements.
 One of the most important projects currently in development and arguably the biggest scheme the
Council has ever embarked on is the £44 million ambition to significantly improve the Devonshire Park
complex to create a thriving and nationally important and recognised cultural and tennis destination.
 Eastbourne Borough Council is working in partnership to redevelop the Wish Tower Restaurant site on
the seafront.
 Through strategic partnership working with the South East Local Enterprise Partnership, Eastbourne
has secured a total of £40 million for integrated and sustainable transport projects.
 Driving Devonshire Forward secured £1.8 million from the Coastal Community Fund. The award will
regenerate the area by developing new leisure and business facilities, improving the public realm and
promoting local artists and providing training, creating 118 jobs.
 Eastbourne received £2 million to help the tourism industry recover from the loss of their pier in 2014.
Skills
Eastbourne continues to improve its skills base across all qualification levels to a more comparative
benchmark to East Sussex, South East and Great Britain. Furthermore, 43% of residents are now qualified
to at least Level 3 (two or more A-Levels or NVQ Level 3) suggesting that the labour supply is becoming
more qualified.
There are 2 Super Output Areas (SOAs) in Old Town and Ratton Wards that are in the 10% least deprived in
education, skills and training in England. There are also 3 SOAs in Hampden Park and Langney Wards which
are in the 10% most deprived areas of education, skill and training in England.
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Retail
Eastbourne’s
town centre
retail void rate
(the percentage
of shops that are
empty) remains
consistently
below the
national average
at 8.5%
compared to
9.8%.
86% of residents
said that
“support for
vulnerable
families” should
be a priority over
the next 5 years.
Residents
Survey 2015
Income
Between 2010-2015 resident and workplace earnings have increased in Eastbourne. They are uncompetitive
compared to the South East and Great Britain but according to the latest figures are more competitive than
East Sussex.
Unemployment
The local unemployment rate in Eastbourne (6.1%) is higher than in East Sussex (4.1%), the South East
(4.3%) and nationally (5.3%). The rate of JSA claimants in Eastbourne (1.8%) also lies above East Sussex
(1.4%) and the South East (1.0%), and the national figure (1.7%).
Data indicates high levels of worklessness (wider than unemployment and inclusive of other working
benefits) in Eastbourne. The out-of-work benefit claimant rate in Eastbourne (10.9%) is higher than East
Sussex (9%), the South East (6.6%) and England (9.1%).
Employment Sectors and Occupations
Human health and social activities is the largest employment sector in Eastbourne at 24% followed by
wholesale and retail trade; repair of motor vehicles and motorcycles at 21.2%. Both sectors have greater
concentrations in Eastbourne than East Sussex, the South East and Great Britain.
Compared to the South East and Great Britain, Eastbourne has a lower proportion of individuals employed in
managerial and senior officials, professional, associate professional and technical, administrative and
secretarial, skilled trades and process, plant and machine occupations but a higher concentration of caring,
leisure and other service, sales and customer service and elementary occupations. The proportion of highlevel professionals in Eastbourne’s workforce (37.8%) is lower than the South East (43.3%) and England
and Wales (40.9%).
Deprivation
There are 2 SOA’s in Eastbourne in the most 10% deprived areas in England. These are found within the
Devonshire and Hampden Park.
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Only 39% of
residents said
they felt well
informed about
how well local
public services
were performing.
Residents
Survey 2015
Our performance
Eastbourne Borough Council has set a balanced budget along with a Medium Term Financial Strategy. This will be managed alongside our
Corporate Plan. The Council also has healthy levels of financial reserves and places a high importance on providing value for money in all
that it does. We also recognise the need to think long term with regard to our sustainable performance, given the reality of our changing
environment and population, and the resulting pressures on public service spending.
The Audit Commission’s organisational assessment of the Council on its 2008/09 performance indicated that, whilst delivery of many of
our front line services was good, there was a need for significant improvement in the effectiveness of our strategic planning, performance
management, and community engagement. Following the assessment, the authority undertook a review and overhaul of its performance
management systems and with support from iESE (Improvement and Efficiency South East) managed to achieve a positive peer review
from GOSE (Government Office South East) which endorsed the improvements made and the sustainability of the plans in place. These
improvements were further recognised and celebrated when Eastbourne Borough Council went on to win the 2011 iESE “Council of the
Year” award. In 2012, the Local Government Association (LGA) undertook a peer challenge of the authority which identified many
strengths including the ambition and development of our Agile and Future Model programmes. The full report and latest performance
information can be found on our website.
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Consultation
In July 2015, Eastbourne Borough Council commissioned BMG to conduct a Residents’ Survey to consult on
the public’s perception of Eastbourne, the council’s services and local priorities. Questionnaires were sent to
4,000 randomly selected households and almost 1,000 residents completed the survey. Where possible, the
results were compared to the last Place Survey held in 2008.
At the same time, a shorter version of the survey was available online and promoted to various stakeholders
and involvement groups as well as the general public. This consultation received over 500 responses.
Full reports on both consultations are available online at http://www.eastbourne.gov.uk/about-thecouncil/consultations/results/
In both consultations, respondents were presented with a list of possible priority themes and activities and
asked how important they felt they were. These themes were:High quality and varied tourism
Improved job and career
and community events programme opportunities for young people
Improved jobs an career
opportunities generally
Develop town centre
Improved broadband access for all
Provision of quality entertainment
and leisure facilities
Development of cultural facilities
and events
Protect and enhance parks and
open spaces
Improved transport links and safe
cycle routes
Increased level of recycling
Reducing the carbon footprint of
the council and the town
Street cleanliness and tackling
unsightly buildings
Activities for young people
Support for vulnerable families
Provision of community and
neighbourhood activities
Build more affordable housing
Across both surveys, there were significant levels of support for all of the proposed themes. A summary of
the headline results are on the next page.
15
Only 29% of
residents agreed
that can
influence
decisions
affecting their
local are. This is
a slight increase
from 28% in
2008.
Residents
Survey 2015
2008 Place
Survey
Taking everything into account,
how satisfied or dissatisfied are
you with the way Eastbourne
Borough Council run things?
To what extent do you agree or
disagree that Eastbourne
Borough Council provides good
value for money?
Overall, how satisfied or
dissatisfied are you with
Eastbourne as a place to live?
2015 Residents’ Survey
45% satisfied
25% dissatisfied
58% satisfied
13% dissatisfied
53% satisfied
19% dissatisfied
38% agree
29% disagree
46% agree
19% disagree
47% agree
22% disagree
85% satisfied
6% dissatisfied
84% satisfied
7% dissatisfied
81% satisfied
10% dissatisfied


Top 5 “Top Priority” themes for
the next 5 years?
N/A





Top 5 “Top Priority” and
“Important” themes for the next
5 years?
2015 Online Consultation
N/A



Improved job and career
opportunities generally
Improved job and career
opportunities for young
people
Develop town centre
Street cleanliness and
tackling unsightly buildings
Improved transport links and
safe cycle routes
Improved job and career
opportunities generally
Improved job and career
opportunities for young
people
Street cleanliness and
tackling unsightly buildings
Protect and enhance parks
and open spaces
Provision of quality
entertainment and leisure
facilities
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









Develop town centre
Street cleanliness and
tackling unsightly buildings
Improved transport links and
safe cycle routes
Protect and enhance parks
and open spaces
Improved job and career
opportunities generally
Improved job and career
opportunities generally
Street cleanliness and
tackling unsightly buildings
Improved job and career
opportunities for young
people
Protect and enhance parks
and open space
High quality and varied
tourism and events
programme
71% of residents
said that they
are well informed
on how their
Council Tax is
spent.
Residents
Survey 2015
Priority Theme 1 – Prosperous Economy
Priority Theme Owners
Member:
Councillor Margaret Bannister
Officers:
Nazeya Hussain
Senior Head of Regeneration and Assets
Philip Evans
Senior Head of Tourism and Enterprise
Priority Vision:
By 2020:
 Eastbourne will be a nationally recognised outstanding seaside destination and the gateway to the South
Downs National Park
 Our transformed and accessible Town Centre will provide an n enhanced retail and leisure offer for
residents and visitors, with high quality public spaces, attracting new investment and enabling the Town
Centre to compete with neighbouring shopping destinations
 Eastbourne residents will have a wide range of skills and opportunities to help make the town attractive
to employers and new businesses
 Eastbourne will have an exciting and wide range of cultural activities combining opportunities for
learning, participation and shared experiences for residents and tourists
 A wide programme of events and activities will encourage opportunities for partnership and investment in
the cultural economy and growth of Eastbourne as a marketable destination
 Eastbourne will have innovative conference facilities that will attract profitable conferences to the town
 The Sovereign Harbour Innovation Park will be a commercial hub of high quality, contemporary business
premises
 Eastbourne will be a home of tennis, both as a destination for watching and as a town for playing
 The Town will have capitalised on the Eastbourne and South Wealden area to increase investment in
highways infrastructure
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88% of residents
said that
“Developing the
Town Centre”
should be a
priority over the
next 5 years.
Residents
Survey 2015
Tourism and information about Eastbourne’s economy
Every year we receive The Cambridge Model, which analyses the economic impact of tourism on Eastbourne.
From this report we are able to analyse tourism data that shows us how many visitors we have each year and
the total tourism, day visitor and accommodation spend in Eastbourne. This allows us to monitor key tourism
trends annually:
90% of residents
said that a “high
quality and
varied tourism
and community
events
programme”
should be a
priority over the
next 5 years.
Residents
Survey 2015
Visitors
Number of visitors
Visitor spend
6,000,000
£350,000,000
5,000,000
£300,000,000
£250,000,000
4,000,000
3,000,000
2,000,000
£200,000,000
Day visitors
£150,000,000
Accomodation
£100,000,000
Total spend
1,000,000
£50,000,000
0
£0
2009
2010
2011
2012
2013
2009 2010 2011 2012 2013 2014
2014
2014 (the latest data available) shows total visitor numbers for Eastbourne reaching over 5 million for only the
second time in the past 6 years and steady growth over the past three years. Total visitor spend has increased
consistently year-on-year reaching over £293 million in 2014.
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Average (median) earnings workplace based
Eastbourne
East Sussex
South East
England
Part-time
The (median) average gross weekly earnings of people
working in Eastbourne are £524 (for full time) and
£172 (for part time) workers. This compares to £552
and £169 for the South-East. The median is accepted
as the best average to use when analysing earnings
data, as the mean value is more likely to be influenced
by extreme values (e.g. small numbers of very high or
very low earners)
Full-time
All People
£0
£200
£400
£600
The rate of Job Seekers Allowance (JSA)
claimants in Eastbourne has reduced over
the course of 2015 from 2.2 in January to
1.5 in November. This brings Eastbourne
level with the national rate but higher than
the South East (0.9) and East Sussex (1.1)
rates.
JSA Claimant Rate
2.5
2
1.5
England
South East
1
East Sussex
0.5
Eastbourne
0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov
2015
19
23% of residents
said that “wage
levels and the
cost of living”
need improving
in Eastbourne
Residents
Survey 2015
Eastbourne scores highly in East
Sussex region for retail floorspace. This
is because it is operating as a regional
centre for a wide catchment area.
However, there remains significant
demand for new retail floorspace,
particularly within the town centre.
20
26% of residents
said that
“shopping
facilities” were
one of the most
important factors
in making
somewhere a
good place to
live.
Residents
Survey 2015
Housing and Economic Development Partnership (HEDP)
An exciting new housing and regeneration initiative is being developed in
Eastbourne. The Housing & Economic Development Partnership (HEDP) is a
joint initiative between Eastbourne Borough Council and Eastbourne Homes
Ltd (EHL).
HEDP will bring forward and deliver a programme of new housing, regeneration, community and
economic development. Core commitments are to provide good quality housing and developing vibrant
sustainable communities.
There’s a comprehensive range of individual projects, including physical regeneration and economic
initiatives such as the provision of enhanced internet connectivity, improvement of the Town’s retail
offer, a commitment to place shaping and increased opportunities for employment and training
prospects.
The Eastbourne Context
HEDP Aims






Place local communities at the heart of the regeneration process and to ensure that maximum
benefits are derived which support sustainable communities.
Improve the built environment in key identified areas, encourage greater tenure diversity, the
highest quality of supply and provide some much needed new affordable housing, through new
build, redevelopment and purchase and repair initiatives.
Establish different and innovative approaches to delivery, partnerships and funding so as to
minimise reliance on external funding and support wider strategic objectives/projects.
Commissioned the development of a Strategic Framework Urban Design Vision for the
Devonshire Ward.
Co-ordinated economic and regeneration activity with the Councils Difficult Property Group to
ensure that key eye sore, empty and disused buildings are prioritised and remedied.
Secured £1m of Lottery Funding to support work with local communities in the Devonshire West
area over a 10 year period starting in April 2013.
21
75% of residents
said that building
more affordable
housing should
be a priority over
the next 5 years
Residents
Survey 2015
Devonshire Ward
residents have
the lowest level
of satisfaction
with their area
as a place to live
at 71%
compared to an
Eastbourne
average of 84%.
Driving Devonshire Forward (DDF)
Part of the Housing and
Economic Development
partnership (HEDP)
programme, Driving
Devonshire Forward is a
community led vision to
provide more housing
and improve
neighbourhoods;
environmentally,
economically and
socially, with local people
at its heart.
Residents
Survey 2015
We’ve come a long way
since the initiative
started in autumn last
year; it’s already
bringing positive change
in the community, and
has been driven by the
steering group.
We aim to develop a
vibrant social, cultural
and economic
community, and a
commitment to provide
good quality housing.
22
Prosperous Economy: Corporate Actions
Title
Description
Vibrant Events
Programme
All year round events programme that attracts
visitors to Eastbourne.
Increase number of
conference delegates
Attract shorter staying but higher yield business
tourism.
A purpose built museum on the site of the
Pavilion which will house the “Story of
Eastbourne” with a café, shop and outreach
facilities.
Improvements to the Redoubt Fortress to
develop its profile as a visitor attraction without
the museum.
Update the Seafront Strategy utilising all of the
feedback received through the Seafront Plan
consultation. Utilise the research achieved
through the destination profiling to shape
priorities for the destination.
New Museum
Refurbish the Redoubt
Seafront/Tourism
Strategy
Extension to the
Arndale Shopping
Centre
Desired Outcome
Economic benefits from visitors staying and
spending money in Eastbourne. The events
programme to act as a key hook to gain
additional visitors.
Economic benefit from conference delegates
staying and spending money in Eastbourne.
Increase time spent by visitors in the museum,
spend and overall visitor numbers.
Increased visitor numbers, spend and
satisfaction levels at the Redoubt.
Eastbourne retains its share of the visitor
markets.
An enhanced retail and leisure offer for residents
and visitors enabling the Town Centre to
compete with neighbouring shopping
destinations and associated increased spend and
attracting new retailers and investment in the
Town Centre.
£85m scheme to provide 22 new retail units, 7
restaurants and a 9 screen cinema.
Local employment opportunities in both the
construction and operation phases of
development - the development will deliver
700FTE jobs in addition to construction jobs.
A modern and attractive development with
better designed, larger retail units.
23
Devonshire Park
Redevelopment
£44m investment to establish Devonshire Park
as a premier conference and cultural destination
to include:
 New welcome building
 Restoration of Congress, Winter Garden
and Devonshire Park theatres
 Improved accessibility
 Improving tennis facilities
 New conference/exhibition space and café
facilities/break out rooms
 Public realm improvement
Wish Tower Restaurant
Deliver a flagship restaurant
Sovereign Harbour
Innovation Park (SHIP)
New contemporary business premises at
Sovereign Harbour Innovation Park
Marketing – EB Now
(Pier grant project)
30 hotels and other locations to be supplied with
onscreen live information about events in
Eastbourne, shopping opportunities and
discounts.
Creation of new jobs:
 114 new local construction jobs as a
result of £40 million capital expenditure
 169 FTE additional jobs supported in
Eastbourne as a result of the additional
visitor spending
Additional visitor spend:
 Projected visitor spend from visitors is
£13,419,183 per annum (excluding
consequential effects and across the
whole economy)
A new destination to improve the evening
economy and a landmark building design in a
unique location.
High quality, flexible contemporary business
space and new commercial hub in a prestigious
location and positive effects on employment,
business start-ups and wage levels.
Increased attendance at events from visitors
and increased awareness of and spend at local
shops, restaurants and leisure facilities.
Prosperous Economy : Performance Indicators
Code & Short Name
2015/16 Outturn
2016/17 Target
CD_155 Number of affordable homes delivered (gross)
70
TBC
DE_004 Town centre vacant business space
8.82%
n/a
DE_154 Net additional homes provided
213
TBC
TL_003 Bandstand patrons
36,148
TBC
TL_005 Marketing campaign value for money
£0.50
TBC
TL_17a Redoubt visitors - paying
14,452
TBC
TL_041 Number of visitors (day visitors and staying trips)
5,007,000
n/a
TL_042 Total tourist spend
£293,066,000
n/a
TL_043 Total day visitor spend
£125,230,000
n/a
TL_044 Total accommodation spend
£167,836,000
n/a
24
Priority Theme 2 – Quality Environment
Priority Theme Owners
Member: Councillor Steve Wallis
Officer: Ian Fitzpatrick, Senior Head of Community
Priority Vision:
By 2020:
 Eastbourne will have a high quality built and natural environment which highlights the cultural heritage
and tourist offer of the Borough, surpassing other UK towns of a similar size
 We will have transformed the sites that are currently not used efficiently in our town centre
 Our public spaces will be distinctive, high quality, well maintained and create a sense of belonging
 Our open space will increase in quantity and quality, enabling the community to come together and enjoy
its public spaces in a safe and secure way
 We will be moving towards becoming a low carbon town with a wide range of locally derived
environmentally friendly initiatives, working with the Community Environment Partnership for Eastbourne
 The quantity of domestic waste will have significantly declined supported by a wide range of materials for
recycling, and reducing waste
 Eastbourne will have a range of transport options including improved public transport, cycling and
walking initiatives
 We will continue to develop the seafront and coastal links as a unique and outstanding natural resource
for the community and tourists, in a way that ensures development enhances our cultural heritage and is
beneficial to the environment
25
95% of residents
said that
“protecting and
enhancing parks
and open
spaces” should
be a priority over
the next 5 years.
Residents
Survey 2015
Eastbourne maintains a high profile for natural environment amenities and connectivity due to its location and
accessibility.
Eastbourne is ranked 112 out of 354 districts for its overall natural environment score (2013), putting it in the
top 40% of districts nationally.
Distance travelled to work (2011)
87% of residents
said that
“improved
transport links
and safe cycle
routes” should
be a priority over
the next 5 years.
Residents
Survey 2015
Work
mainly
from
home
Less
than
10km
10km
to
less
than
30km
30km
and
over
Other
England
and Wales
10.4
52.1
21.1
8.0
8.4
South East
11.9
46.9
20.7
11.6
8.9
East
Sussex
14.1
43.9
19.8
11.8
10.4
Eastbourne
10.0
58.1
12.9
9.9
9.1
Method of travel to work (2011)
Work mainly
at or from
home
Private
transport
Public
transport
Walk or
cycle
Other
England and
Wales
10.3
60.7
15.9
12.6
0.5
South East
11.8
63.2
11.7
12.7
0.5
East Sussex
13.9
62.7
11.0
12.0
0.5
Eastbourne
9.9
61.2
11.4
17.0
0.5
26
The proportion of residents who travelled
to work within Eastbourne by public
transport was 11.4 % in 2011, an
increase from 10.45% in 2001. By
comparison the south-east figure was
11.7%. (ESiF) Eastbourne does have a
significantly large proportion of people
who walk or cycle to work – 17%
compared to a national rate of 12.6% and
an East Sussex rate of 12%.
Eastbourne has always prided itself in its maintenance and management of its parks and open spaces as well
the local downland and seafront. We currently have two parks with Green Flag awards and 20 QE2 protected
fields now protected in perpetuity. We have also seen a steady increase in recycling throughout the town since
2010 peaking at over 40% in some months and the successful implementation of the joint waste contract.
Resident satisfaction with waste collection (97%), recycling (95%) and street cleanliness (86%) are at their
highest rates since 2009.
We aim to enhance the use and appreciation of our local environment through our tourism provision and events
such as the Beachy Head Marathon.
59% of resident
say they use
“parks and open
spaces” almost
every day/at
least once a
week.
27
Residents
Survey 2015
Quality Environment: Corporate Actions
Title
Joint venture for
Energy and
Sustainability
Description
Set up a joint venture between Eastbourne and
Lewes Council and a private sector organisation
to deliver local energy and sustainability
ambitions for the next 20 – 30 years.
Hampden Park - Improvements to the main
entrances and to the path network in Ham Shaw
woods as recommended through the published
Hampden Park Green Flag Management Plan.
Old Town Rec - Improvements to the main
entrances, tree planting and
pollinating/biodiversity improvements.
Park improvements
(Green Flags and
signage re-branding)
Allotments
improvements
Town Centre
Improvements
Manor Gardens - The Green Flag Award for this
area will externally validate the Corporate
“Quality Environment” objective. This green
space has a strong and supportive Friends of
Manor Gardens and Gildredge Park and will be
the strongest contender to be successful in
securing the award.
Create and “roll-out” standard, future proof
signage throughout the parks and open spaces
of Eastbourne.
Provide 2 new toilets within Manor Gardens and
Marchants Field allotments and remove chainlink to install new, secure weldmesh fencing in
Priory Road allotments.
Significant improvements to the pedestrian
environment in Terminus Road and Cornfield
Road to be delivered alongside the extension to
the Arndale Centre
28
Desired Outcome
Deliver sustainability ambitions i.e. local energy
and local food.
To clearly define that vehicles are entering a
park and retain the Green Flag for Hampden
Park as an externally accredited quality award
for green space.
Creation of a “welcoming” recreation ground
with vistas throughout and to retain the Green
Flag as an externally accredited quality award
for Green Space.
To increase the number of open spaces within
Eastbourne successfully achieving Green Flag
status and provide quality areas for local
residents and visitors to enjoy
Improved awareness and access to local parks
and open spaces and continued success of the
Green Flag Award.
To maintain reasonable security and welfare
facilities for the tenants of the Council’s
allotments.
Better quality of open spaces within the town
centre improving the shopping and leisure
experience for residents and visitors
Eastbourne Park
Initiatives
Enhancement of Open
Downland
Eastbourne Cycling and
Walking Strategy
Delivery of priority initiatives identified in the
Eastbourne Park Supplementary Planning
Document
To invest in a range of initiatives and
improvements to the Open Downland to improve
accessibility and enhance Eastbourne as
the gateway to the South Down National Park
Work with East Sussex County Council to deliver
an integrated Cycling and Walking Strategy for
the town.
Conservation and enhancement of the existing
environmental, ecological and archaeological
characteristics of Eastbourne Park for future
generations
Sensitive management of the area to provide
appropriate leisure and recreational uses to
enhance the social and economic wellbeing of
the local community and to attract more visitors
to Eastbourne
To ensure the Open Downlands is accessible to
all and to provide key improvements for the
benefits of residents and visitors in line with the
adopted Downland Management Plan.
Enhanced provision for cycling and walking,
improved accessibility and improved satisfaction
with the local area.
Quality Environment : Performance Indicators
Code & Short Name
2015/16 Outturn
2016/17 Target
CD_051 Number of difficult problem properties remedied/brought back into use by the Difficult Property Group
31
30
DE_001b Satisfaction with street cleanliness - street sweeping
N/A
TBC
DE_006 EBC Carbon Footprint - Buildings
TBC
2,268 tonnes
DE_007 EBC Carbon Footprint - Vehicles
TBC
88 tonnes
DE_011 Number of reported fly-tipping incidents
1,512
TBC
DE_157a Processing of planning applications: Major applications
75%
60%
DE_157b Processing of planning applications: Minor applications
69%
65%
DE_157c Processing of planning applications: Other applications
86%
80%
DE_192 Percentage of household waste sent for reuse, recycling and composting
TBC
TBC
29
Priority Theme 3 – Thriving Communities
Priority Theme Owners
Member: Councillor Alan Shuttleworth
Officer: Ian Fitzpatrick, Senior Head of Community
Priority Vision:
By 2020:
 Eastbourne will have some of the lowest levels of crime in the South East and, as a result, our
communities will feel safe
 Families and young people will be supported and have access to a wide range of activities and facilities
to help them reach their full potential
 Our communities will have the resources they need to achieve high levels of volunteering and
involvement in managing our neighbourhoods
 The housing market in Eastbourne will provide a wide range of quality homes including affordable
housing for those in need
 Our communities will be active in developing priorities for: tourism, culture and sport including being
involved in managing sports, leisure, creative and artistic activities; events and festivals; ensuring
greater participation and opportunities to share and enjoy the widespread cultural provision in the
Borough
30
78% of residents
said that
“provision of
community and
neighbourhood
activities” should
be a priority over
the next 5 years.
Residents
Survey 2015
Housing: The average house
price/earnings affordability
ratio for Eastbourne appears
to have gone against the
national trend over the past
few years and is reducing
slightly. However, with
average house prices still
over 7 times the average
earnings, affordability of
homes is still an issue for
many residents.
As at 2013, Eastbourne
owned 7.5% of the local
housing stock compared to
the East Sussex rate of 4%
and a National rate of 7.2%.
This shows how important
the Council’s role is in
helping support its residents
in their housing
Crime: Eastbourne is compared with a number of other peer boroughs and districts within a 'Most Similar
Group' (MSG) by central government, based on geographic, demographic and socio-economic parameters. This
iQuanta dataset highlights Eastbourne currently (November 2015) as having the 5th lowest overall crime rate
per thousand population. At the same time, Eastbourne were in the top three for lowest rates of burglaries,
vehicle crimes, theft and drug trafficking and supply. See Eastbourne Borough Council’s quarterly performance
reports www.eastbourne.gov.uk/performance for progress reports on crime.
31
52% of residents
said that “level
of crime” was
one of the most
important things
in making their
area a good
place to live.
Residents
Survey 2015
Cultural Amenities: per 000 sq km (2012)
Area
England
South East
Sussex
Eastbourne
0
50
100
150
200
250
300
350
400
450
500
The number of cultural
amenities per 1,000 sq
km in Eastbourne is
476.01. This places
Eastbourne in the top
20% of districts nationally
and compares very
strongly with the national
and regional scores. The
development at
Devonshire Park will
continue to enhance this
area of local focus.
Cultural amenities per 000 sq km
In May 2015, 13.8% of Eastbourne residents were claiming some form of benefit which is above the national
and East Sussex rates. With recent changes in Welfare Reform, it remains a key priority for the Council to
support vulnerable families.
Any
benefits
England
South East
East Sussex
Eastbourne
11.8
9.0
11.9
13.8
Out-ofwork
benefits
9.1
6.6
9.0
10.9
Job
Seeker
1.6
1.0
1.3
1.8
ESA and
incapacity
benefits
6.0
4.5
6.4
7.6
32
Lone
parents
1.1
0.9
1.0
1.2
Other outof-work
benefits
0.4
02
0.3
0.3
Carers
1.5
1.2
1.5
1.6
76% of residents
were satisfied
with
Eastbourne’s
theatres and
bandstand
service..
Residents
Survey 2015
Dementia Friendly
The Council is a member of Eastbourne’s Dementia Action Alliance
(EDAA) and as such has signed up to the National Dementia Friends
website. EDAA members are looking at ways in which they can help
in the development of Eastbourne becoming a ‘dementia-friendly’
town, in support of the Prime Minister’s Challenge on Dementia.
Councils can play their part in developing communities where
people can live well with dementia. The LGA guidance, revised in
July 2015, is aimed at those who have a role in leading, planning,
commissioning and delivering services from housing, transport,
advice and guidance through to leisure and cultural services and
supporting community development. With this in mind it was
agreed that we would run a 6 month dementia friendly services
pilot within our housing teams and living well services (STEPS
etc.)
EBC and EHL are committed to raising awareness to ensure we are delivering services that are
designed with and accessible to people living with dementia and their carers enabling them to ‘live
well’. To raise awareness we will be holding a series of training sessions for participating staff over
the coming months including ‘Dementia Friends’ sessions and bespoke in-depth training from
Alzheimer’s Society. Staff in all service areas including CMT and Cllrs will be attending a Dementia
Friends session during Dementia Awareness Week – w/c 16th May.
For further details and updates please contact [email protected] 01323 415626
33
In 2005 there
were over
850,000 people
living with
dementia in the
UK.
Alzheimer’s
Society
Thriving Communities: Corporate Actions
Title
Active Eastbourne
Strategy
Description
Undertake a study of all the activities that take
place across Eastbourne and understand what
the trends and gaps are.
Welfare Reform
To support those vulnerable residents affected
by the government’s Welfare Reform
programme.
Supporting development and management of
community buildings.
Community Facilities
Young People
Supporting services to children and families
through funding, partnership and networks.
Sovereign Harbour
Community Centre
£1.6m scheme to provide a new contemporary
community centre at Sovereign Harbour.
Shinewater Skate Park
Upgrade existing dated, modular jumps to a
bespoke, specialist design/constructed concrete
skate park.
Update play area within Seaside Rec and add
new all-weather paths to Seaside Rec and
Tugwell Park.
Maximise use of the tennis courts across
Eastbourne through a partnership operator.
Introduce the Clubspark technology which
provides data around court usage and profile of
tennis players.
A programme of interventions to encourage
take-up of online services.
Improving local parks
and playgrounds
Tennis Development
programme
Customer Access
Improvement (Go
Digital)
34
Desired Outcome
A strategy that will be used to shape the
services and act as a potential tool to apply for
funding/grants to improve health and quality of
life of local residents.
Residents are able to access and retain good
quality accommodation and are able to meet
their Council Tax liabilities.
Sustainable development and management of
facilities for community activities such as
community centres, community library and
Town Hall leading to improved community
engagement and satisfaction with local area.
A wide range of activities and opportunities for
young people, improving levels of engagement
and satisfaction.
Improved facilities for residents and increased
satisfaction with local area.
Increased use and satisfaction with facilities and
engagement with young people.
Improved play facilities, accessibility, use and
satisfaction with local parks and playgrounds.
Development of “grass roots” tennis players and
increased number of people playing tennis.
Reduction in demand through face to face and
telephone channels.
Develop enhanced
Housing Solutions
service
A new service to help people gain the most
appropriate accommodation to support a healthy
and independent life.
Eastbourne Community
Safety Partnership
Support the work of Eastbourne Community
Safety Partnership.
Improve accommodation to allow people to
remain independent longer.
Reduce cost to the public purse.
Reduce unnecessary hospital admissions and
bed blocking.
Reduced levels and perception of crime and
anti-social behaviour in the town and improved
satisfaction with the area as a safe place to live.
Thriving Communities : Performance Indicators
Code & Short Name
2015/16 Outturn
2016/17 Target
CD_056 Median average number of days for assistance with adaptations (Disabled Facilities Grants)
88 days
100 days
CD_155 Number of affordable homes delivered (gross)
70
31
CD_156 Number of households living in temporary accommodation
30
TBC
CS_010 Calls to 410000 answered within 30 seconds
81.56%
80%
CS_011 Telephone call abandonment rate
3.67%
5%
DE_154 Net additional homes provided
36.37% (as at Dec 2015)
TBC
ECSP_015 Ranking in our Most Similar Group (MSG) in relation to all crime.
5
4
35
Priority Theme 4 – Sustainable Performance
Priority Theme Owners
Members: Councillors Troy Tester and Gill Mattock
Officer: Alan Osborne, Deputy Chief Executive
Priority Vision:
By 2020 Eastbourne Borough Council will:
 have developed a reputation in the South East Region for service excellence and innovation
 be recognised by its residents as being more customer driven and outcome focussed, delivering the
services and standards that residents need most
 be acknowledged by its staff as an excellent employer providing real professional development
opportunities
 benefit from a sustainable asset base contributing effectively to the delivery of public services
 be a valued service delivery partner to a variety of organisations across the public, private and
voluntary sectors
 be a high performing local authority evidenced by sustained improvement against regulatory
frameworks and inspection regimes
36
46% of residents
said that the
council provide
value for money
with only 19%
disagreeing.
Residents
Survey 2015
Eastbourne Borough Council has set a balanced budget along with a Medium Term Financial Strategy to be
managed in conjunction with this Corporate Plan, and has healthy levels of financial reserves. However, the
Council recognises the importance of value for money and the need to think long term with regard to
sustainable performance, given the reality of our changing environment and the current and future pressures on
public service spending.
The effectiveness of the Future Model Programme and development of the Customer First teams has been
evidenced through a number of key indicators over the past few years and continues to be a focus for setting
and maintaining the highest possible standards of service to our community.
2013/14
2014/15
2015/16
(latest value)
CS_010 Calls to 410000 answered within 30 seconds
59.79%
80.47%
86.66%
CS_011 Telephone call abandonment rate
14.03%
2.8%
2.24%
49.3%
31.62%
41.18%
Indicator
CS_012a Telephone calls handled at first point of
contact
72% of residents
said that the
council treat
them with
respect most of
the time with
only 11%
disagreeing.
37
Residents
Survey 2015
Joint Transformation Programme
Eastbourne Borough Council have already achieved significant efficiencies through its Future Model
programme. The development of the Customer First and Strategy and Commissioning teams have
been key in changing the way services are managed and delivered.
Towards the end of 2015, Eastbourne Borough Council and Lewes District Council agreed to adopt a
strategy for the development of shared services which is now referred to as the Joint Transformation
Programme. This programme will see an integration of staff and services across Eastbourne and Lewes
Councils, making services more sustainable, resilient and flexible by 2020 in order to…

Protect services
Protect services delivered to local residents while at the same time reducing costs for both
councils to save £2.7m

Greater strategic presence
Create two stronger organisations which can operate more strategically within the region while
still retaining the sovereignty of each council


High quality, modern services
Meet communities’ and individual customers’ expectations to receive high quality, modern
services focused on local needs and making best use of modern technology
Resilient services
Building resilience by combining skills and infrastructure across both councils
Both authorities now share a Chief Executive and a number of services including Human Resources
and our Legal Teams with a commitment to have a shared Management team in place from early
2016. Work is ongoing to identify other areas the councils can effectively share and identify
efficiencies that can be achieved by working together with a full business case and implementation
plan due to go to both Cabinets in April/May. This programme will be a key element of the
Sustainable Performance theme of the Corporate Plan.
38
“I am looking
forward to
driving this
programme of
change which
will achieve
much-needed
savings while
maintaining
frontline
services.”
Robert Cottrill,
Chief Executive
of Eastbourne
and Lewes
Councils
Sustainable Performance: Corporate Actions
Title
Improved Asset
Management processes
– “Corporate Landlord”
Customer Access
Improvement (Go
Digital)
Joint Transformation
Programme
Description
A comprehensive restructuring of property
budgets and staff to ensure central control and
prioritisation, combined with an asset challenge
programme to ensure non-operational assets
deliver a good yield or are disposed of.
A programme of interventions to encourage
take-up of online services.
Desired Outcome
A sustainable and well maintained asset base
strengthening the financial management of the
authority.
A major programme to integrate the Eastbourne
Borough Council and Lewes District Council
workforces, and transform the service delivery
model for both organisations.
Protect services whilst delivering £2.7m savings.
Create a greater strategic presence in the
region.
Deliver high quality, modern services.
Build greater resilience across the councils.
Reduction in demand through face to face and
telephone channels.
Sustainable Performance: Performance Indicators
Code & Short Name
2015/16 Outturn
2016/17 Target
CD_004 Local percentage of Council Tax collected in year
97.05%
96.75%
CD_006 National non-domestic rates collected
97.63%
98%
CS_003 Sickness absence - average days lost per employee
5.26 days
5.8 days
39
Monitoring and Management
What happens next?
In order to monitor and manage progress against our key projects and priority themes, we will produce regular
reports based on the most up-to-date information available. These will be presented quarterly to Cabinet and
Scrutiny Committee and made public through our website at www.eastbourne.gov.uk. These reports identify
and communicate successes and also highlight any potential obstacles and issues which may need to be
overcome.
Other sources of information:
Sustainable Community Strategy
Community Safety Partnership
For more information regarding the content of this plan or Eastbourne Borough Council’s performance, please
contact the Corporate Development team on 01323 415418, email [email protected] or visit
www.eastbourne.gov.uk
40
44% of residents
said they felt
well informed
about local public
services and
39% felt well
informed about
how well local
public services
are performing.
Residents
Survey 2015